Toyota Way – the Heart of Toyota Production System and its Impact on Sustainable Company Growth

Methodology/Approach: Three theoretical-practical activities were implemented in a real pickup assembly plant. Performance was assessed through the recording of standard documentation before and after implementation, direct observation at the gemba, and anonymous qualitative surveys of those involved.


Findings: Results show how TW enhances workers' skills alongside TPS through experiential learning, fostering continuous improvement with minimal or no financial investment and creating value iteratively and exponentially. However, it had a limited impact on environmental factors. TW emerges as a critical link between short-term operational performance and long-term sustainable growth.


Research Limitations/Implications: The sample is restricted to a single assembly plant in Portugal. The surveys involved between 5 and 13 respondents per activity.


Originality/Value of paper: In contrast to TPS and lean manufacturing, current literature on TW is limited, often outdated, and lacks clarity regarding its Japanese and American interpretations. Furthermore, few studies emphasise the human element as a driver of company growth—a factor often overlooked by companies.